BY: MERCY MWANIKI

 The concern by the public and

employment sectors over the
underperformance of many university
graduates cannot be ignored. Of
particular concern has been the lack of
leadership skills and a sense of
responsibility, not to mention the failure
to meet the challenges in the world of
work. KU’s initiative to develop
Leadership and Management Certificate
Programme for all graduating students
has been triggered by this concern.
 Atthe core of this certificate course is
the recognition that universities should
prepare their graduating students in such
a way that they are critical and creative
thinkers with the ability to not only
challenge the way things are being done
but also to be innovative enough to
champion the best way to do things.
 The aim of the course is to:
 Inculcate good leadership and
management skills, which are vital
ingredients for a working nation as
enshrined in Kenya’s Vision 2030.
 Give you an opportunity to explore and
challenge their leadership skills beyond
academic work.
 Management of public affairs and
stewardship of public property in Kenya
has been a serious concern for many
years. Among the challenges are lack of
accountability and rampant corruption
in public offices. This trend needs to be
brought to a stop through rethinking of
the state, its institutions and leadership.
 Leadership enables one to exercise control
over a group and to demonstrate authority
or influence over others.

 Kenya needs leaders who are focused and

can meet the citizen’s expectations of trust
in the management of public affairs.
 It is therefore envisaged that the
programme will help the you to become
critical and creative thinkers who are
more disciplined and respectful as they
work in their respective counties, regions
and the nation at large.
 Over the years, there has been concern from the
public and employment agencies that many
graduates from universities lack aspects of
leadership, management and a sense of
responsibility as they leave university. The
concern makes this programme a timely
intervention to fill this gap. Further, the
programme is intended to provide Kenyatta
University graduates with a cutting edge that will
make them highly competitive and sought after in
the world of work.
Goal:
 To develop transformative leaders from
among the graduating Kenyatta University
students in line with the vision and mission
of the University.

Vision:
 To be innovative in producing
transformational leaders among all
graduating students of Kenyatta University
To create a critical mass of young leaders
who will inspire, bring positive change and
introduce a paradigm shift by offering new
ways of addressing social, economic and
political challenges facing our nation
 Inculcate good leadership and
management skills, values and
competences among outgoing graduates.

 Increaseemployability of the Kenyatta

University graduates.
The programme will cover Five (5) modules
in Leadership and Management as follows:
1. Foundations of Leadership and
Management
2. Leadership and Management Practice
3. Mentoring, Coaching and Counselling in
Leadership Mentoring
4. Leadership, National Unity and
Development
5. Life Skills
Concepts in Leadership
In this session we shall focus on:
 The meaning of leadership
 Terms that are commonly used in
leadership theories.
 distinction between leadership and
management
 Various sources of power available to
leaders.
By the end of this lesson, you should be
able to:
a) Define the key terms in leadership;

b) Distinguish between leadership and

Management;

c) Explain the sources of power available

to leaders.
 Leadership is the process of directing the
behaviour of others towards accomplishment
of objectives (Samuel Certo).

 Itis the art or process of influencing people

so that they strive willingly and
enthusiastically towards the achievement of
group goals (Koontz &Weihrich, 2004).
 Northouse (2003) defines leadership as a
process in which an individual influences
a group to achieve common goals. A leader
affects and is affected by followers in an
interactive process. Therefore, leadership
occurs in groups such as small task groups,
departments, or entire organizations and
involves attention to goals.
 Leadership is the art of getting someone else to do
something you want done because he wants to do
it – Dwight D. Eisenhower.

 Leaders help themselves and others to do the

right things. They set direction, build an
inspiring vision, and create something new.
Leadership is about mapping out where you need
to go to "win" as a team or an organization; and it
is dynamic, exciting, and inspiring.
 Leadership is the capacity to translate
vision into reality -Warren Bennis

 Leadership is influence - nothing more,

nothing less.“

 Leadership is a process of social influence,

which maximizes the efforts of others
towards the achievement of a goal.
 Leadership revolves around influence,
relationships, vision, and values.

 The key to leadership is accomplishing

the tasks at hand while building
relationships
 Leadership has nothing to do with seniority or
one’s position in the hierarchy of a company.

 Leadership has nothing to do with titles don’t

need a title to lead.

 Leadership isn’t management

Managers need to plan, measure,
monitor, coordinate, solve, hire, fire,
and so many other things. Typically,
managers manage things. Leaders
lead people.
1. Vision: a vision is a realistic, convincing and
attractive depiction of where you want to be in the
future. Vision provides direction, sets priorities, and
provides a marker, so that you can tell that you've
achieved what you wanted to achieve.

 2. Inspiration: inspire your team to be all they can

by making sure they understand their role in the
bigger picture.

 3. Serving - The leader is at the service of the team

4. Empathy- One of the basic qualities of any leader seeking
success is precisely emotional intelligence, that ability –
often innate – that makes leaders put themselves in the place
of others, understand their concerns and solve problems.

5. Creativity- Good leaders are able to create an environment

that will encourage all the members of their team to develop
their skills and imagination, so that they can contribute to
the common project and vision of the company.

6. Thoroughness- A good leader sets the bar high for their

people, because they want to reach the goals and make the
best of their teams.
7. Managing- The leader must be at the forefront to
lead and guide their team throughout the whole
process until the goal is reached. Pure management
focuses on the tasks, real leadership focuses on the
people.

8. Team building-True leadership is about working

in a team to reach a common goal.

9. Taking risks- responsible for taking the

risks that others are not willing to take.
10. Improving- True leadership seeks
continuous improvement.

11. Ability to Challenge: do not be

afraid to challenge the status quo, do
things differently and have the
courage to think outside the box.
12. Communication Skills: keep your team
informed of the journey, where you are,
where you are heading and share any
roadblocks you may encounter along the way.

13. Honesty & Integrity: are crucial to get

your people to believe you and buy in to the
journey you are taking them on
Leadership and management must go hand in hand.
They are not the same thing. But they are
necessarily linked, and complementary. Any effort
to separate the two is likely to cause more problems
than it solves.

Leadership is similar to management in various

ways as both involve influencing and working with
people and are concerned with effective goal
accomplishment. However, leadership is also
different from management.
The primary function of
management in an organization is to
provide order and consistency
whereas leadership is to produce
change and growth of the
organization
Leadership is about getting people to
understand and believe in your vision
and to work with you to achieve your
goals.
While management is more about
administering and making sure the
day-to-day things are happening as
they should.
Difference between leaders
and managers is that leaders
have people follow them while
managers have people who work
for them.
 Being Able to Execute a Vision: take a strategic
vision and break it down into a roadmap to be
followed by the team
 Ability to Direct: day-to-day work efforts, review
resources needed and anticipate needs along the way
 Process Management: establish work rules, processes,
standards and operating procedures
 People Focused: look after your people, their needs,
listen to them and involve them
 D’Souza (2004) compares management and
leadership as follows:
Management Leadership

Effective and efficient management Leadership produces constructive

creates order & stability using rules change by providing vision & setting
and procedures strategies for change

Accomplishes activities, master Communicating goals, seeking

routines, structure, and placements commitment, building teams &
coalitions
Establishes unidirectional authority Multidirectional influence
relationship: coordinates activities relationship: developing mutual
to have the job done & works purpose & working together with
through subordinates followers to adapt to change

Managers are reactive and work Leaders work with followers with
with subordinates to solve problems emotional involvement, inspiring,
with low emotional involvement & and empowering subordinates,
limited choices meeting their needs
Kotter (1990) notes that, management
and leadership are essential to ensure
order and directed change. Bennis and
Nanus puts it thus: “Managers are
people who do things right and leaders
are people who do the right things”
(1985, p. 221).
In his 1989 book “On Becoming a Leader,” Warren
Bennis composed a list of the differences:
 – The manager administers; the leader innovates.
 – The manager is a copy; the leader is an original.
 – The manager maintains; the leader develops.
 – The manager focuses on systems and structure;
the leader focuses on people.
 – The manager relies on control; the leader
inspires trust.
 – The manager has a short-range view; the leader
has a long-range perspective.
 The manager asks how and when; the leader asks
what and why.
 – The manager has his or her eye always on the
bottom line; the leader’s eye is on the horizon.
 – The manager imitates; the leader originates.
 – The manager accepts the status quo; the leader
challenges it.
 – The manager is the classic good soldier; the
leader is his or her own person.
 – The manager does things right; the leader does
the right thing.
 Managers must organize workers, not just to
maximize efficiency, but to nurture skills,
develop talent and inspire results.
 Workers need their managers not just to
assign tasks but to define purpose.

 The most successful transformations occur

when strong, visionary leadership converges
with great management. Both are required
to define a clear path, plan accordingly and
see the mission plan through to fulfillment.
 Power is the capacity or potential to
influence others’ beliefs, attitudes, and
courses of action.

 Leaders derive power from their position or

the expertise they posses e.g. ministers,
doctors, teachers, lawyers, coaches and
university professors are respected for their
special knowledge.
 Referent power- Referent power comes from being
trusted and respected. We can gain referent power
when others trust what we do and respect us for how
we handle situations. Its influence that leaders may
exercise because people believe in them and their
ideas e.g. movie stars or military heroes.

 Reward power- ability to grant or withhold

incentives for people to follow you.

 Coercivepower- involves use of threats, punishment

or negative rewards or manipulating penalties and
rewards in the work environment.
 Legitimate Power: It comes from having a position of
power in an organization, such as being the boss or a
key member of a leadership team. This power comes
when employees in the organization recognize the
authority of the individual. For example, the CEO
who determines the overall direction of the company
and the resource needs of the company.
 This type of power, however, can be unpredictable and
unstable. If you lose the title or position, your
legitimate power can instantly disappear, because
people were influenced by the position you held rather
than by you.
 Expert power: comes from one’s experiences,
skills or knowledge. As we gain experience in
particular areas, and become thought leaders in
those areas, we begin to gather expert power that
can be utilized to get others to help us meet our
goals.

 However, effective leaders have the ability to use

power effectively and in a responsible manner.
 In this session we have covered the meaning of
leadership and related concepts such as management,
and power. We have also differentiated between
leadership Development and Mentorship.

Activities
 i) Explain the meaning of leadership, management
and power
 ii) Distinguish between leadership and management
 iii) Explain the sources of power available to leaders
in modern society
Isa good manager automatically a
good leader?

What is the difference between

leadership and management?
THANK YOU